A slower season allows proactive salon operators to focus on improving processes and procedures. Unless you work your salon 100% of the time, you have to rely on employees. It is my belief that our employees are our greatest asset, and an investment in your team is your smartest business investment.
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As leaders, I think we most often fail in leading our people well. The simplest solution is to set expectations and follow up on them. The detail of this is a little more involved, but still very rewarding. We’ve made a system that serves us well in developing our team members into what we want them to be. This doesn’t mean that every single hire will be a winner, but it sets everyone up for the best chance at winning.
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It all starts with the interview. We start by reviewing the job description and making sure they understand what they’d be expected to do. We review job duties, go over payroll details, review how we make the work schedule and the rules, and discuss all of the big issues we know could arise.
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Once we’ve decided to hire someone, they sign an employment agreement and non-compete agreement. It is important to have these documents signed before they start work and before you start training, so all of the rules and expectations are laid out and agreed upon before any personal relationships can interfere.
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Next, we set a 30-day review. We make it clear in our interview that we have a 90-day probation period, and that if things arent’ working at the end of 90 days, we aren’t obligated to keep them on the staff.
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Take hold of your business and help shape employees into better
support for you, and better members of the workforce.
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In this review, we rate them on team mentality, product knowledge, spray-tan technique, critical thinking, communication, client interaction and initiative. We discuss their scores in each area, invite their feedback, and give them an action plan for improvement. We set a 60-day review at this time, as well.
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Our 60-day review is very similar to the 30-day – this is the point where things should start to fall into place. If things aren’t going well, we give them a heads up that if they don’t change in the next 30 days, we won’t keep them after the probation period.
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At 90 days, we decide whether we are keeping them or parting ways. If we are keeping them, we provide areas to improve, but we are essentially in our normal rhythm as employee/employer at this point.
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Whether your reviews look like ours or not, what’s important is that expectations are clearly set and that you follow up on employees meeting them and making progress. More often than not, owner-operators get friendly with staff and are afraid to be direct and upfront with them about what’s expected. Remember, you went into business to build a lifestyle for yourself – not to be a slave to employees who aren’t performing. Take hold of your business and help shape employees into better support for you, and better members of the workforce.
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Questions? I’m always happy to help! hello@dspurgers.com
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